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In the age of revolution it is not knowledge that produces new wealth, but insight - insight into opportunities for discontinuous innovation. Discovery is the journey insight is the destination. You must become your own seer.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
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Revolution
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.
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Any company that cannot imagine the future won't be around to enjoy it.
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Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
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Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.
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Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
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Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.
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Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.
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Perseverance may be just as important as speed in the battle for the future.
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From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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Are we changing as fast as the world around us?
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One way of building private foresight out of public data is looking where others aren't ... if you want to see the future, go to an industry confab and get the list of what was talked about. Then ask, What did people never talk about? That's where you're going to find opportunity.
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Your organization can start tweeting, but that wont change its DNA.
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Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.
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You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
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Strategy is, above all else, the search for above average returns.
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